PARTNERSHIP BUILDING

July 18, 2018

Richville Hotel
 – What is Partnership?

 A partnership “is a formal or informal agreement

between two or more partners to work together to
achieve common aims.” - ADB, 2008 (Creating and
Running Partnerships)

 Partnership “is a collaborative relationship between

entities to work toward shared objectives
through a mutually agreed division of labor.” -
World Bank, 1998 (Partnership for Development)

 Partnership as an ongoing working relationship

where risks and benefits are shared. UNDP
(Partnership Development Handbook)
A Partner can be generally described as:

Any individual, group or

institution including
governments and donors whose
active participation and support
are essential for the successful
implementation of a project or
programme(WWF, undated).
 Core Principles of Partnership

Equity Transparency

Mutual Benefit
Towards a Commitment to
Deepen and Strengthen
Partnerships
Finding our COMMON Ground
Mutual Access to Effective-
Interest resources ness

Efficiency Legitimacy

Necessity Stability
 Types of Partnerships
Based on Formality and Obligations of the Partners
Type of Partnership Characteristics

Formal, between organizations

Strategic Alliances Long-term purposeful arrangement among

distinct but related organizations
Public - Private Contracts between a private sector entity
partnerships (service provider) and government
Tri-sector or cross-sector Partnerships among the private, public and
partnerships community (civil society), academe sectors;

Less formal, between organizations

Multi-stakeholder Voluntary initiatives is a mechanism to

partnerships translate political commitments into action
Formal Knowledge Sharing and generating knowledge to have
Networks greater influence on policies and practices
 Types of Partnerships
Based on Formality and Obligations of the Partners
Type of Partnership Characteristics

Less formal, between individuals

Open source Purpose-driven in the development and testing

development of new ideas; open to anyone who wish to
communities contribute
Networks of Experts Individuals join based on expertise in a
particular area (advisory or research purposes)
Communities of Practice Community for conversation and information
exchange; participation is purely voluntary

Communities of Interest Built around common characteristics or shared

interests (e.g. youth activists, hobby groups)
Information Networks Provide access to information supplied by
and Portals network members; passive in nature
 Types of Partnerships
Based on Function, Geographic Distribution and Time
Type of Partnership Characteristics

Dispersed Common aim and modus operandi but rarely

meet; they operate with different partners (or
subgroups)
Temporary Designed to become obsolete after completion

Consultative Tasked to provide advice and/or a “sounding

board” for new ideas

Intermediary Supports development of a number of

independent partnership initiatives rather than
being a partnership itself

Learning Established with a primary goal of learning and

sharing information
Typology of IPD Partners
 Three-fold Image of Society
PCSD, Guidebook on Localization of PA 21, 1999

Government
CSOs
Politics Culture

Economy

Private Sector
 DEFINING
CIVIL SOCIETY ORGANIZATIONS

• “Civil society refers to the arena of uncoerced collective action

around shared interests, purposes and values. (London School of
Economics, Centre for Civil Society)

• “Civil societies are often populated by organizations such as

registered charities, development NGOs, community groups,
women’s organizations, faith-based organizations, professional
associations, trade unions, self-help groups, social movements,
business associations, coalitions, advocacy groups”
 Basic Types of CSOs
(adopted from DILG and PhilDHRRA CSO Mapping)

A cooperative is an autonomous and duly registered association of persons, with a common bond of
interest, who have voluntarily joined together to achieve their social, economic and cultural needs
Cooperative and aspirations by making equitable contributions to the capital required, patronizing their products
and services and accepting a fair share of risks and benefits of the undertaking in accordance with
the universally accepted cooperative principles.

Non-government It is a non-stock, non-profit organization that work with different sectors and communities, promoting
their general welfare and development and provides a wide range of services for people’s
organization organizations and tends to operate with full time staff. Social development organizations, foundations,
and independent research institutions fall in this category.

This is any local service club, fraternal society or association, volunteer group, or local civic league or
Civic organization association not organized for profit but operated exclusively for educational or charitable purposes,
including the promotion of community welfare, and the net earnings of which are devoted exclusively
to charitable, educational, recreational or social welfare purposes.

People’s This refers to grassroots volunteer organizations that advance the economic and social well-being of
its members. Examples of POs include those formed by farmers, local laborers, or indigenous
organization peoples. Community-based organizations and labor unions fall in this category.

These are large informal groupings of individuals or organizations that aim to affect social change
Social movement through sustained, organized, collective action. Some of them are not permanent institutions, but
instead tend to coalesce, pursue their aims, and then dissolve. Religious movements are included in
this category.

A professional association is a duly incorporated non-stock corporation by registered professionals

Professional / and established for the benefit and welfare of the professionals of one discipline, for the advancement
Industry Association of the profession itself, and for other professional ends. Likewise, an industry association is a non-
stock corporation composed of businesses in the same industry and established to pursue the
interest of the industry. Chambers of commerce and industry associations also fall in this category.
 LEGAL BASIS
Based on DSWD MC No. 7 series of 2012

 The 1987 Constitution of the Philippines – Article

II Section 23 states that “The State shall encourage
non-governmental, community-based or sectoral
organizations that promote the welfare of the
nation”
 Administrative Order No. 21 (Revised Implementing
Rules and Regulations Governing Title I of Republic Act
No. 8425, otherwise known as the Social Reform and
Poverty Alleviation Act) – Social Reform Agenda shall
advocate and institutionalize a multi-sectoral approach towards
building social consensus on poverty alleviation at the national
and local levels, thereby mobilizing the different but potentially
complementary capacities, resources and perspectives of civil
society, government, and business towards a concerted societal
effort at alleviating poverty.
 Stages of Partnership Development

Forming
Partnerships

Partnership
Transition, Managing
Ending and Partnerships
Renewal
 Forming Partnership
Defining the Need for a Partnership:
 Identifying GAPS
 Coordination meeting
 Confirmation of Agreements
Starting the Process:
 Drafting and Finalization of MOA

Setting-up and Maintaining the Partnership:

 Endorsement/Orientation
 Managing Partnerships

Designing structures for open, honest

communication
• Cornerstone of good partnerships
• Engage in open dialogue with parameters and
include healthy conflict
• Develop facilitation skills applying techniques and
different models, including handling “difficult”
conversations
 Managing Partnerships

Crafting collaborative workplans

• All partners must be involved in the action planning
process to feel a sense of commitment and
“ownership.”
• Manage the diversity of skills and expectations -
time-consuming but will add considerable value.
• Consider the implications of the action plan for
own organization, and respective planning
processes and priorities.
 Managing Partnerships

Using technology to manage partnerships

• Communication
• Distributing information
• Mechanism for data sharing and feedback gathering
• Real-time interaction
• Project management tools
 Managing Partnerships

Monitoring and Evaluation

• Effectiveness and efficiency
• Building lessons into plans
• Addressing changes in evolving systems and
processes
• Phasing-in new partners
• Documentation of good practices or “models”
 Partnership Transition, Ending and Renewal

Partnership Transition, Ending and Renewal

• Reviewing/Assessing partnerships
• Celebrate achievements
• Closure
• Ending of a partnership is part of the natural cycle
to consolidate learning
 Areas of Partnership

BANTAY TULAY KAAGAPAY GABAY

Feedback and
Anti – corruption Anti – poverty Technical
Monitoring
Campaign projects Assistance
Mechanism

- Compliance Audit
- Beneficiary - Conduct of
- Scholarship Grant - Conduct and
Validation Research
- Livelihood Projects Enhancement of
- Assist in the - Participation in
- Shelter FDS
Community advisory - Implementation of session/modules
Assembly committees
MCCT - Capacity Building
- Assist in Beneficiary - Assist in GRS
updating

Stairway Fdtn.,
Charity First
St. Luke’s BGC, Unilever Ph.,
Fdtn., ACTION,
IHELP-NCR, Save The
Pacific Star
Children
THANK YOU (=